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Are you able to dedicate any days to not having any meetings? i feel like if you could implement no-meetings Fridays, you might find the bit of mental clarity that you're looking for. It just sounds to me like you are overwhelmed with just non-stop demands from others, so I think if you could block out one day a week to focus on catching up, you might find your sanity again
Come in an hour before everyone.
This, or pick one or two days per week to work late. I typically work as late as I need to on Monday or Tuesday to get a handle on everything for the week. I try to keep Fridays light from a meetings standpoint so I can tackle work that requires deeper focus. I am in the same boat, and it’s really tough. Good luck!
Coach
Also struggling with this at the moment. One of the things that is working well for me is putting some blocked focus time on my calendar. I know its hard but just having a moment to breathe and check email for a moment stops me from feeling so overwhelmed EOD.
Start with this: how much do you trust your team? I get the desire for junior’s to copy the universe on everything as a CYA tactic, but can you empower your team to handle certain items without you being copied?
Then ask yourself: Do you really need to be copied on everything? Really? And if so, do you need to read/absorb/respond to it?
I’ve been known to skip non-critical meetings and asked to be filled in later, or ask someone to recap for me to read later.
And yeah, focus time - non-negotiable. Unless it’s your boss, decline anything that encroaches on that time. They’ll live, trust. Also, the world won’t end if you don’t show up.
Or better, take a day. Leave. Yeah, you think you can’t. Trust. You can. They’ll make decisions you won’t make. But they’ll keep it moving. Unless you don’t trust them, and they know it.
And now for the hard facts:
If you make yourself everyone’s crutch, they won’t wipe their assets without seeking permission. And that’s going to screw you 9 ways to Sunday and you’ll never get out from under it.
Coach
Echoing what everyone has said above! Not sure how your accounts are structured, but something that has worked well with our teams is the VP skips any internal meetings (unless attendance is absolutely necessary) and instead has one 15-minute weekly check-in with team leads. We have a tracker we update ahead of the check-in so you’re kept in the loop, but saves you from drowning in meetings that are probably more in the weeds than you need to be.
Thank you for sharing this. I hope you find a way to swim or at least stay afloat with more ease.
What you’re describing is complex, and I’d like to offer a few thoughts that may help bring clarity and control.
1. Empowered Team Leads
Are your Leads truly empowered to act without needing your constant input?
If you're being copied on everything, it might be because your team is unsure about decision boundaries. The shift happens when you create a culture where:
• Decisions can be made without you
• Mistakes are handled privately with tact
• Leads feel safe to step into ownership
This gives you breathing room to stay focused on what matters most.
2. Macro vs Micro Thinking
It’s easy to get stuck in day-to-day loops. I’ve seen teams go through 50 iterations of a task, only to return to version one.
To stay strategic, ask yourself:
Am I reacting to the small stuff, or guiding from the bigger picture?
Both are important, but your value increases when you protect your macro lens — client goals, team dynamics, and overall delivery alignment.
3. Prioritisation and Communication Flow
You don’t need to be cc’d on everything. Instead:
• Ask for a weekly or daily summary focused on key progress, blockers, and decisions needed
• Set clear norms around what belongs in email, chat, or meetings
• Encourage Leads to filter information upward only when necessary
This helps you move from inbox fatigue to clarity and oversight.
4. Strategic Syncs Over Formal Meetings
I often avoid full meetings and opt for quick 1-on-1s.
A simple, “Do you have 5 minutes?” opens space for fast alignment.
In that moment, I offer a quick strategy overview, then ask:
What are your thoughts? Do we have the capability and capacity for this?
This saves time while reinforcing leadership and clarity.
Final Reflection
Ask yourself regularly:
Where do I want to make the greatest impact — strategically or operationally?
Let that answer guide what deserves your time, attention, and presence.
You clearly have a lot on your plate. Sometimes a small systems shift is all it takes to unlock the balance you’re looking for.